This Guest paper was submitted for publication 8/14/13 and is copyright to author Chris Majer, © 2013.
These observations are abstracted from the author's book The Power to Transform and published here February 2014

Editor's Note | Introduction | Knowing but Impatient
Craving for Understanding but Reluctance to Begin | Blindness and Confusion
Mind/body Learning and Comfort | Constant Assessment but Independently
Novelty and Characterization | Summary

Chris Majer has a Master's Degree in Organizational Development from the University of Washington and is the Founder and Chief Executive Officer of The Human Potential Project. Chris was the principal architect of organizational transformation projects for such corporate clients as AT&T, Cargill, Microsoft, Intel, EDS, Allianz, Itron, and Capital One. He currently serves as a board member for Spokane's new science center and sits on the boards of two exciting young companies. He is the author of 20 White Papers and a new book: The Power to Transform, published by Rodale. He may be reached at or visit his web site at

Editor's Note

Many projects, especially in the Information Technology sector, call for changes in the way people work. It may, and often does, involve changes in staffing and the whole lot then adds up to a significant shift in the approach to the way current work is being done. The outcome is what we call a "cultural change" or "cultural shift" being needed. Moreover, it is generally recognized in the project management world that this is one of the most difficult types of project to achieve successfully.

In this paper, abstracted from his book The Power to Transform, author Chris Majer explains the strategies he has designed and implemented to help leaders revamp the way they do business, to produce measurable, and achieve dramatic increases in performance and profits. Most importantly, Chris suggests that "You can't transform your business, until you [first] transform yourself."


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